Developing and maintaining nuclear competencies

The paper discusses the following aspects on the nuclear knowledge management: assimilation of knowledge management, recognition of the nuclear specificity, attracting young talents. Another feature which, possibly, differentiates nuclear from other high-tech industries is that time constraints in some nuclear development may very well exceed the duration of a generation of professionals. That means, not only maintaining scientific and technical knowledge, which, as a minimum, leads to maintain: a rigorous supervision of human resources in quality and quantity; anticipatory planning of human resources, with a special focus on succession planning concerning expertise positions; a steady and continuous effort in training and retraining programs. Maintaining the safety culture is also one of the major managerial duties. Taking full account of the nuclear specificity in knowledge maintenance and development in the AREVA group, requests a multifunctional approach, which combines efforts of Research and Innovation, and Human Resources departments, plus the group Nuclear inspectorate. It is acknowledged that the industry, basically, would readily rely on the capabilities of the academic world and research centers in ensuring that training and education in nuclear science and technologies are attuned to the evolving needs of the industry, in maintaining the proper educational programs and in fostering fruitful cooperations between them